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Find your path to agility with Renee TroughtonFri, 13 Feb 2015 14:30:58 +0000hourly1http://wordpress.com/Comment on Hotspot and Twister Boards for Visual Management of Inventory Waste by Ken Faw (@kenfaw)http://agileforest.com/2015/02/12/hotspot-and-twister-boards-for-visual-management-of-inventory-waste/#comment-4510
Fri, 13 Feb 2015 14:30:58 +0000http://agileforest.com/?p=945#comment-4510Hey Renee… thanks for sharing your approach. Much like Robert, I used a similar approach an put my WIP lanes at the bottom, so design and dev lanes sat next to each other… but using the circles like targets as a visual cue is a great idea.

As another slight change I try to avoid pure red which draws attention very quickly as if it means danger. As you mentioned a little work in the WIP lanes isn’t equivalent to a danger condition – actually if nothing ever gets queued, you can end up with reduced overall throughput due to an accordion effect.

On a humorous note, I was looking at your board, imagining it on a wall somewhere, and wondering how I’m ever gonna get my right foot up there to the green circle!

]]>Comment on Coffee, Cynefin and Visual Management by Hotspot and Twister Boards for Visual Management of Inventory Waste - Java吧http://agileforest.com/2013/04/24/coffee-cynefin-and-visual-management/#comment-4503
Thu, 12 Feb 2015 14:03:33 +0000http://agileforest.com/?p=729#comment-4503[…] represented in the queued activities in between the hand offs from individual to individual. If using a complicated board , you would represent the full flow or value stream for delivering stories. This would normally […]
]]>Comment on Hotspot and Twister Boards for Visual Management of Inventory Waste by Robert Watkinshttp://agileforest.com/2015/02/12/hotspot-and-twister-boards-for-visual-management-of-inventory-waste/#comment-4502
Thu, 12 Feb 2015 12:24:22 +0000http://agileforest.com/?p=945#comment-4502I don’t currently use a Kanban board, because on a team of 3 devs (including myself) it just hasn’t been necessary for some time. However, when I did, I used a variant of this where the transition zone was at the bottom of the swim lane. Thus work would enter at the top, then move downwards, then go to the top of the next lane. It has a similar effect in allowing for the work-in-transition to be visually obvious, while still preserving the right-to-left flow of the wall.

The Twister concept is interesting, especially for helping to limit work-in-progress. I would encourage you to consider extending that to the transition zones, though – accumulation of inventory in transition is also wasteful, as you note at the start.

One concern I have, though, is that people might naturally grab items in the red, rather than the green, feeling that the red is more urgent. This could cause the items in the green circles to get stale if people aren’t paying attention. One solution might simply to extend the metaphor: when choosing the next item to work on, spin the Twister wheel. If you’re trying to promote cross-functional teams, the wheel could cross the zones (“Testing, Green”, “Design Red”)

]]>Comment on Coffee, Cynefin and Visual Management by Hotspot and Twister Boards for Visual Management of Inventory Waste | Agile Foresthttp://agileforest.com/2013/04/24/coffee-cynefin-and-visual-management/#comment-4501
Thu, 12 Feb 2015 11:44:55 +0000http://agileforest.com/?p=729#comment-4501[…] represented in the queued activities in between the hand offs from individual to individual. If using a complicated board, you would represent the full flow or value stream for delivering stories. This would normally […]
]]>Comment on The early bird and the worm by Renee Troughtonhttp://agileforest.com/2015/01/27/the-early-bird-and-the-worm/#comment-4422
Tue, 27 Jan 2015 21:22:48 +0000http://agileforest.com/?p=941#comment-4422Great suggestion. It was an idea that was floated among the chairs a few days ago. The Washington Agile conference also handles it by incentivising early submitters – ie you only get feedback before a certain date.
]]>Comment on The early bird and the worm by Robert Watkinshttp://agileforest.com/2015/01/27/the-early-bird-and-the-worm/#comment-4418
Tue, 27 Jan 2015 13:29:01 +0000http://agileforest.com/?p=941#comment-4418The second mouse gets the cheese?

Your problem description contains the solution (well, a possible solution, out of many possible solutions) as well – move the submission deadline forward, creating a greater gap between the deadline and the conference, and use that time for a better review & refinement process. After all, you don’t want to be like a project manager who schedules an obligatory 4 weeks of test time at the end of the project, and no time to fix (and re-test) the bugs found in the last week…

]]>Comment on Scaling Scrum: A new consideration of team types by innovativepetehttp://agileforest.com/2015/01/11/scaling-scrum-a-new-consideration-of-team-types/#comment-4278
Mon, 12 Jan 2015 21:58:23 +0000http://agileforest.com/?p=935#comment-4278I don’t see this as not agile.

In fact I’m not entirely sure that in a “perfect agile organisation” this wouldn’t be required.

I guess the concept I would use is the Balcony and the Dance floor. There is a definite need for both a Balcony view of the environment to help guide direction, as well as an focus on execution and movement.

Depending on the scale of a product you might need the support teams on the Balcony, and at time you might not..

I do think one of the other considerations that is typically glossed over is the customer/business capacity for consuming change. In a large org Alignment of the volume of change with the capacity to consume it may be appropriate within a support team because of the sheer number of parties involved.